Master of Business Administration Strategic Management

Time Constrained Assignment

Start Date: Date for Submission:

22nd July 2011 (12:00 noon BST) 23rd July 2011 (12:00 noon BST)

Assignment Brief
As part of the formal assessment for the Master of Business Administration you are required to submit a Strategic Management assignment. Please refer to your Student Handbook for full details of the programme assessment scheme and general information on preparing and submitting assignments. Start Date: 22nd July 2011 Date for Submission: 23rd July 2011 You should answer all the questions. In all elements of the assessment you are expected to integrate theory and practice. You are required to conform to Harvard conventions on referencing. Learning outcomes 1. Critically analyse a range of strategic decision making models. 2. Undertake a strategic analysis of an organisation. 3. Apply a range of strategic choice frameworks to generate and evaluate an organisations strategic options. 4. Demonstrate the need to reflect cultural and behavioural issues in the strategic process. 5. Develop and justify plans for the implementation of agreed strategies.

Assignment Tasks With reference to the information in the Motorolas Spin-off Decision: Whats the Spin? case study (and other relevant sources) answer the following questions. 1. Critically evaluate Motorola's divestiture of its handset business as a means of achieving improved performance. What do you conclude? (25 marks) 2. Describe and discuss the competitive forces operating in the mobile handset market. What are the implications for industry operators in determining their competitive strategies? (25 marks)

3. Explain how portfolio planning tools (such as the BCG matrix) might be used to assist Motorola's strategic decision-making. Using examples from the case study and other relevant sources, critically discuss how these tools integrate with other strategic analysis frameworks. What do you conclude? (25 marks) 4. Zander had observed that "Motorola's DNA is too fragmented." How can managers balance the requirements for a competitive culture (as a driver for innovation) with the need for coordination and cooperation? (25 marks) Notes: 1. Whilst there is no fixed word limit for this assessment, for previous groups most students submissions have been between 2000 4000 words in total (i.e. for all four answers). 2. Each question carries equal marks (25%).

1. Critically evaluate Motorola's divestiture of its handset business as a means of achieving improved performance. What do you conclude? (25 marks)

Grade > 69%

60 69% 50 59%

45 49% 40 44%

< 40%

Assessed outcomes

Criteria Clear grasp of the divestiture concept Good understanding of impact on performance Extensive integration of theory and examples Substantial evidence-based conclusions Evidence of wide reading around strategic management. Sound grasp of the divestiture concept Sound understanding of impact on performance Sound integration of theory and examples Sound conclusions Reading goes beyond basic module content Basic grasp of the divestiture concept Basic understanding of impact on performance Basic integration of theory and examples Conclusions needed more depth and supporting evidence Reading appears to be limited to module content. Little grasp of the divestiture concept Little understanding of impact on performance Minimal integration of theory and examples Weak or no conclusions. Incomplete knowledge of module content. 2, 5

2. Describe and discuss the competitive forces operating in the mobile handset market. What are the implications for industry operators in determining their competitive strategies? (25 marks) > 69% Critical and evidence-based approach to competitor analysis Appropriate use of analysis tools (e.g. Porters 5 forces) Well-argued synthesis of the analysis results High level of understanding of generic strategies Well argued discussion of the issues Evidence of wide reading around strategic management. Some relevant competitor analysis Sound use of analysis tools (e.g. Porters 5 forces) Some synthesis of the analysis results Some understanding of generic strategies Some critical discussion of the issues Reading goes beyond basic module content Basic competitor analysis; little critique Basic use of analysis tools (e.g. Porters 5 forces) Weak synthesis of the analysis results Basic understanding of generic strategies Limited discussion of the issues Reading appears to be limited to module content. Little or no grasp of competitor analysis Minimal use of relevant analysis tools Little or no understanding of generic strategies Very limited / non-critical discussion of issues Incomplete knowledge of module content.

60 69% 50 59%

45 49% 40 44%

< 40% 1, 3

Assessed outcomes

3. Explain how portfolio planning tools (such as the BCG matrix) might be used to assist Motorola's strategic decision-making. Using examples from the case study and other relevant sources, critically discuss how these tools integrate with other strategic analysis frameworks. What do you conclude? (25 marks)

Grade > 69%

60 69% 50 59%

45 49% 40 44%

< 40%

Assessed outcomes

Criteria In-depth understanding of portfolio planning tools Critical analysis of environmental situation Appropriate & critical use of relevant theories and models Well-reasoned conclusions that derive from the evaluation. Evidence of wide reading around strategic management. Some understanding of portfolio planning tools Some analysis of environmental situation Basic application of some theories and models Some conclusions; not always evidence-based Reading goes beyond basic module content Basic understanding of portfolio planning tools Basic analysis of environmental situation Basic conclusions; evidence sometimes unclear Reading appears to be limited to module content. Little understanding of portfolio planning tools Little or no grasp of environmental situation Inconclusive Incomplete knowledge of module content. 1, 2, 3

4. Zander had observed that "Motorola's DNA is too fragmented." How can managers balance the requirements for a competitive culture (as a driver for innovation) with the need for coordination and cooperation? (25 marks)

Grade > 69%

60 69% 50 59%

45 49% 40 44%

< 40%

Assessed outcomes

Criteria In-depth understanding of cultural factors in organisations Good use of relevant theory Well-considered and evidence-based proposals for managers Evidence of wide reading around strategic management. Sound understanding of cultural factors in organisations Some use of relevant theory Sound proposals for managers Reading goes beyond basic module content. Basic understanding of cultural factors in organisations Basic use of theory Basic proposals for managers Reading appears to be limited to module content. Minimal understanding of cultural factors in organisations Little or no use of theory Inappropriate or no proposals for managers Incomplete knowledge of module content. 4, 5